Managing knowledge transfer by knowledge technologies

Abstract

This paper is aimed at investigating the properties which should characterize a knowledge technology (KT), that is, a technology suitable to effectively support knowledge management. After an outline of the scientific background and of the main current research tracks on knowledge management, the paper focuses on knowledge transfer, which is analyzed by two main cognitive processes: codification and interpretation. The paper argues that, to define the properties of a KT, it is necessary to analyze the cognitive context in which knowledge transfer takes place. A cognitive approach for knowledge transfer analysis is then proposed to guide the definition of the KT properties, and some examples are discussed focusing on some basic technologies of the Internet.

Introduction

Knowledge is nowadays considered to be a fundamental asset of the organizations. Although this concept is not new [e.g., it is present in Nelson and Winter (1982)], in the few last years increasing attention has been devoted to knowledge and knowledge management (KM) issues within organizations. In fact, due to environmental factors such as the market globalization, the increased product complexity and the turbulence of competitive scenarios, the powerful role of knowledge as a source of sustainable advantage has been considerably emphasized (Zack, 1999a). The growing interest on KM is witnessed by the companies' expense on KM systems, assessed at 4.5 billions of US$ in 1999, about ten times greater than the correspondent amount in 1994 (O'Leary, 1998b).

Many tools to support KM have been developed in the last years by researchers and companies, such as consulting firms (Ruggles, 1997, O'Leary, 1998a, Davenport et al., 1998). Some of these tools are based on technologies [knowledge technologies or techknowledgies, according to Davenport and Prusak (1998) and Abecker et al. (1998)] that, if correctly designed and implemented, can effectively support KM. For instance, some of them can favor knowledge integration between individuals and organizations. In fact, some technologies can enable the knowledge of an individual or a group to be extracted, structured, and used by other members of the organization. Their most valuable aims are the extension of the knowledge span, the increase of knowledge transfer speed, the support to knowledge codification. For instance, some applications based on multimedia technologies, on advanced databases, on groupware technologies, and on the Internet, have been considered quite effective in supporting KM. The case of Andersen Consulting, where people use Lotus Notes to describe and share their competencies and experience, is acknowledged as a successful example in leveraging organizational knowledge by technology (Hansen et al., 1999).

However, a technological approach to KM can often be unsatisfactory. In fact, many tools proposed as KM applications are actually still designed or used to support just data and information processing, more than KM (Borghoff and Pareschi, 1999). In practice, the use of these tools is often intended more to improve communication, reduce the cost and time of information access, facilitate document search, than to actually affect individuals' or an organization's knowledge. McDermott (1999) reports the case of Texaco where Lotus Notes turned out to be ineffective in improving collaboration and was used just for sending e-mail. This can be due, from one side, to the determinant role of organization's and individual's values, involvement and motivation. From another side, it can be due to the inherent limits of some technologies, which may not effectively support KM. For instance, knowledge tools hardly succeed in supporting knowledge generation or in capturing the tacit knowledge embedded in organizations. Even if technology, when properly considered, can really support KM, a technological approach can then be dangerous because it may overemphasize the role of technology.

Several questions thus arise, such as: which are the main features of a “knowledge” technology (KT) really suitable to support KM? Does a specific organization or cognitive context actually affect KM? Is it possible to define some criteria to guide the selection of a KT in different contexts?

This paper represents an attempt to investigate some of these issues. In particular, the paper focuses on a specific KM process: the knowledge transfer, that is, the process by which knowledge is transmitted to, and absorbed by, a user. The relevance of this process is widely recognized. For instance, according to Kuhn and Abecker (1997), the main KM deficits within organizations seem due to poor knowledge transfer: a lot of time is spent in searching for information, relevant costs are associated with recurrent errors, and the flow of essential information is inadequate.

After an outline of the scientific background and of the main research tracks on KM, the paper analyzes the main cognitive processes involved in knowledge transfer, namely codification and interpretation. The paper then proposes a cognitive approach to define the properties of a KT, taking into consideration the influence of the environment on knowledge transfer. Some examples are finally discussed referring to some basic technologies of the Internet.